Hospital Stays

ALSD

In addition to other services offered, this facility reported the following services available during
fiscal year ending in 2017 in their Utilization Spread Sheets.

Chemotherapy

Chronic Renal Dialysis

Organized Hospice Program

Pain Managment Program

Updated on:
2/5/2019

Efficiency Indicators

For Fiscal Year 6/1/2017 - 12/31/2017

Charges

Indicator Description

Value

Gross revenue per adj. admission ($)

The average full patient charge based on charge schedules per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.

(lower is better)

33,997.22

Net revenue per adj. admission ($)

The average dollar amount expected to be collected per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.

(lower is better)

14,206.97

Costs

Indicator Description

Value

Cost per adj. admission ($)

The average total operating costs (adjusted by the wage index) per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.

(lower is better)

20,772.83

Labor cost per adj. admission ($)

The average personnel expenses (adjusted by the wage index) per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.

(lower is better)

12,124.71

Non-labor cost per adj. admission ($)

The average supply, maintenance and non-personnel expenses (adjusted by the wage index) per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.

(lower is better)

7,055.08

Capital cost per adj. admission ($)

The average physical facility costs (e.g., expenses for depreciation, amortization, interest, insurance and taxes as related to the acquisition of permanent assets) per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.

(lower is better)

1,550.80

Productivity/Utilization

Indicator Description

Value

Full-time equiv. per adj. occupied bed

The number of staff, converted to the average number of employees who work full time, for each occupied bed. The number of occupied beds has been adjusted to account for outpatient service revenue and case mix. The desired direction is toward a lower value.

(lower is better)

0.78

Paid hours per adj. admission

The average number of hours the hospital paid to employees or an agency, per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.

(lower is better)

95.58

Staffed bed occupancy (%)

Expressed as a percentage, the average utilization of the average number of beds, excluding long-term care beds and normal newborn bassinets, that are operational to receive patients during the reporting period. The desired direction is toward a higher value.

(higher is better)

64.93

Licensed bed occupancy (%)

Expressed as a percentage, the average utilization of the number of licensed beds reported by the facility, as approved by the Virginia Department of Health. For hospitals, licensed beds exclude normal newborn bassinets, but include neonatal ICU bassinets. The desired direction is toward a higher value.

(higher is better)

59.74

Special services utilization (%)

Expressed as a percentage, the average utilization of high capital-cost services that are subject to Certificate of Public Need (COPN) law. Special services include: ICU/CCU, obstetrics, neonatal ICU, MRI, CT, lithotripsy, cardiac catheterization, radiation therapy and cardiac surgery. The desired direction is toward a higher value.

(higher is better)

0.00

Case mix adj. avg. length of stay

The average number of days a patient stays in the hospital, adjusted for case mix using the current version of the 3M APR-DRGs. The desired direction is toward a lower value.

(lower is better)

9.60

Financial Viability

Indicator Description

Value

Cash debt coverage

A measure of the facility's ability to generate cash to cover its long-term debt. The desired direction is toward a higher value.

(higher is better)

0.00

Total margin (%)

Total margin expresses the difference between total revenue and cost as a proportion of total revenue. The desired direction is towards a higher value.

(higher is better)

-45.94

Return on assets (%)

Expressed as a percentage, the facility's ability to generate cash on its financial resources (e.g., investments, receivables, inventory, physical plant, etc.) The desired direction is toward a higher value.

(higher is better)

0.00

Fixed asset financing ratio

The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.

(lower is better)

0.00

Community Support

Indicator Description

Value

Charity, bad debt, tax (%)

Expressed as a percentage, the amount of charity care (converted to a cost basis,) bad debt and taxes the facility incurred in relation to its total expenses. The desired direction is toward a higher value.

(higher is better)

2.50

Medicaid participation (%)

Expressed as a percentage, it is the amount of patient days for patients enrolled in the Medicaid program in relation to total patient days. The number of patient days has been adjusted to account for outpatient service revenue. The desired direction is toward a higher value.

(higher is better)

1.69

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Financial Information

Hospital financial information was originally intended to benefit of large employers and purchasers of care.
However, consumers should know that financially healthy hospitals may be better able to provide charity care and invest in infrastructure, and technology. Rankings on financial measures are found within the Efficiency tab.